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The CLF Creative Leader Interviews on Leadership, Creativity and Innovation

A history of interviews with leaders by The Creative Leadership Forum and articles from the CLF

 

Entries in Change (13)

Monday
Aug312009

Ralph Kerle, Executive Chairman, The Creative Leadership Forum interviews Dr John Best, Vice President, Technology, Research and Development - Thales

Ralph Kerle interviews Dr John Best, Vice President, Technology, Research and Development - Thales from Grant Crossley on Vimeo.

Ralph Kerle, Chairman of The Creative Leadership Forum interviews Dr John Best, Vice President, Technology, Research and Development of Thales, one of the world leaders in weapons development. Thales deliver weapon critical defence systems with a broad spectrum of products and services.
They talk about The Australian Transformation and Innovation Centre (ATIC), a facility where Thales has invested significantly in order nalysis,Communication,Military,to provide an environment where their customers can come in, experiment with the technology and trial the benefits of new products in a safe environment.
The importance of prototyping as an essential component in the creative process of product development is also discussed.

Sunday
Jun072009

Ralph Kerle, Executive Chairman of The Creative Leadership Forum interviews Professor Roy Green, Dean, Faculty of Business, University of Technology, Sydney

Ralph Kerle, executive chairman of The Creative Leadership Forum interviews Professor Roy Green, Dean, Faculty of Business Unive from Grant Crossley on Vimeo.

Executive chairman of The Creative Leadership Forum interviews Professor Roy Green, Dean, Faculty of Business, University of Technology Sydney (UTS) about innovation and creative leadership within the education and services sectors

Sunday
May102009

The CLF interview John O'Shaughnessy - Acting CEO of IFSA

Ralph Kerle, executive chairman of The Creative Leadership Forum interviews John O'Shaughnessy, Deputy CEO of the Investment and Financial Services Association of Australia about innovation within the financial sector and the launch of the Australian Financial Services Forum

John O'Shaughnessy Deputy CEO IFSA from Ralph Kerle on Vimeo.

Sunday
May102009

Creative Leadership can Transform Your Organisation - ThinkXchange interview Ralph Kerle

Ralph Kerle, Executive Chairman of The Creative Leadership Forum, explains the how to lead an organisation to business transformation.

Download the podcast here

Interview courtesy of ThinkXchange.com.au

Saturday
May092009

Creative Leadership - AGSM interview Ralph Kerle



Creative Leadership: leading your staff out of the box

Innovation – in 2009 it’s not just a word to be bandied about. The economy is forcing us to get creative. Innovation could be just what we need and it could be very good for business.



What exactly is creative leadership? It’s not an easy question to answer, but Ralph Kerle is one person who is well qualified to offer an answer.

Ralph is the Program Director of the AGSM Executive Programs Leading for Creativity and Innovation program. He is also the Executive Chairman of the Creative Leadership Forum and Founder of the Creative Skills Training Council, Asia Pacific.

If asked to define creative leadership, Ralph can conjure 1001 different definitions off the cuff. When asked to pick just one, he chose the following:

Creative leadership is the ability to lead others into a new, innovative and unknown future.

Ralph compares creative leadership to the process of sculpting or playwriting.

The artist begins with an idea. Through reflection, revelation and the capacity to let go of things past, the artist is able to navigate challenge and move beyond the limitations of precedent.

Creative leadership is centered on gaining insight through reflection, exploration of new techniques and tools, and an aesthetic approach to situations and challenges.

Creative Leadership versus Traditional Management
As a specialist in the field, Ralph Kerle suggests that the global economic crisis is a perfect example of where creative leadership and traditional management are very different.

Ralph posits that at the core of the crisis is stasis in global thought. While traditional management theory might not have been the catalyst of the crisis, it’s likely to have been a root cause. The crisis has made it impossible to deny the obsolescence of the way that many of us approach business and leadership. We’re risk averse and we overtax the left sides of our brains. And it’s not working anymore. The simple truth is that our business paradigms have failed.

How can we become more creative and innovative as leaders?
It’s difficult to imagine creativity being taught. But when teaching leaders, Ralph practices what he preaches. He is constantly thinking of innovative ways to help leaders tap into their creativity.

Just last week, he completed the development of the Creative Leadership Index. This index is based on his findings from a national study that reached over 30,000 people and explored the question, ‘Is Australian Management Creative and Innovative?’

The purpose of the Index is two-fold. Firstly, it’s a diagnostic tool to help leaders understand the creative and innovative components within their organisations. Secondly, it draws out themes about industry and workplace practice.

The Creative Leadership Index will be available to all participants of the AGSM Executive Programs Leadership for Creativity and Innovation program.

Where will you be when the worst is over?
It can be difficult to see the silver lining of an economic crisis. After all, we’re terrified of failing. This is understandable, until you look at the grand scheme of human endeavour. Innovation, progress, ideas and leaders that have truly shaped the world have very often been born of ‘failure’. Artists are much more attuned to this reality than we are in the business world. At the essence of art is curiosity. It’s no coincidence that this is at the core of innovation too.

As recently as early 2008, words like “creative leadership” were good for instantly glazed-over pairs of CEO eyes. But finally everyone’s sitting up and listening. Ultimately, it will be up to you what you make of the recession. You can hold on for dear life, or recognise the crisis as an opportunity.

Words to the wise
Ralph had the following advice for leaders.

“I’m frequently told I work with the soft stuff – the people, the behaviour. This is just not true. I work with the hard stuff. Focusing on the measurements, the numbers – this is what has failed us. In the vast majority of cases, once you get the people and the behaviour right, the rest will follow suit.”

Miriam Cha